Guest Post: Erin Campbell Boltz, Spitfire Strategies, and John Passacantando, former executive director, Greenpeace USA
While the fall elections are many months away, there’s no time like the present for nonprofits and their foundation supporters to begin planning issue campaigns for 2013 when the focus returns to policy matters. The first decisions: determining what’s achievable and assessing who and what stands in the way to success. That’s some of the advice from Erin Campbell Boltz, senior vice president at Spitfire Strategies, and John Passacantando, former executive director of Greenpeace USA, who share their list of campaign to-dos.
Guest Post: Jeff Stanger, Center for Digital Information
Wayne Gretzky famously said that a great hockey player skates to where the puck is going to be, not where it has been. These are instructive words for philanthropic foundations and other groups confronting fundamental and rapid shifts in the communication landscape. Two disruptive forces are reshaping the terrain on which our public dialogue takes place: digital communication technology and the unraveling of traditional journalism. This is of enormous consequence for social sector organizations whose effectiveness relies in part on a functioning, well-informed public debate on issues such as health, education, the economy, global development and the environment.
Guest Post: Susan Herr, PhilanthroMedia
As dean of the Annenberg School for Communication and Journalism at the University of Southern California, Dr. Earnest J. Wilson III is on the front line of changes wrought by the digital revolution. That’s why The Communications Network tapped his expertise three years ago for its report: “Come On In. The Water’s Fine. An Exploration of Web 2.0 Technology and Its Emerging Impact on Foundation Communications.”
I first heard Grant Oliphant admonish foundations for not being willing to talk openly — and routinely — about failure (and without shame or embarrassment) at a Communications Network conference in Miami in 2007. Back then, he laid out a 10-point prescription for overcoming reluctance, or plain unwillingness, of foundations to admit that not everything works as they planned.